2025, Vol. 7, Issue 2, Part E

author(s)
Sanjeevni Gangwani and Manas Gangwani

abstract
Learning, Training, and Development (L&D) are identified as critical strategic human resource practices essential for organizational adaptation, especially in the rapidly evolving IT sector where the half-life of professional skills is under five years. This case study explores the Learning and Development approach implemented by Tata Consultancy Services (TCS), one of the world's largest IT services companies, and its resulting impact on organizational performance and transformation. Based on a secondary data analysis of company reports, academic literature, and industry publications, the study examines TCS’s L&D processes, including the digitized Initial Learning Program (ILP) for fresh hires and the continuous upskilling ecosystem, “Learnings for Life.” Key implementation details, such as the use of gamification, the T-Fac`tor skills rubric, and the Elevate program linking learning achievements to tangible rewards, are analyzed alongside operational challenges like content relevance and time allocation. The findings suggest that TCS’s L&D strategy significantly drives organizational agility, enabling the company to successfully transition to digital service lines, improve employee performance, and achieve high talent retention rates by investing in continuous growth opportunities. This analysis provides valuable, evidence-based insights into nurturing a learning culture as a driver for competitive advantage in technology-driven industries.